Hot Seat: Susan Judd
Okay, we're ready for you. Yes, absolutely isn't. Alright. Hello there. Maybe you can also start out by just reminding us. You know where where your business lies, what size it is in all of that. Yeah, I work for a small manufacturing facility and michigan. We designed tooling for automotive and pretty much everyone in the business has been in the business for about twenty years. So we've been going through over the last twenty years lean six sigma. But what I realized today is are this week I don't really know lean and six sigma like I thought I did there's way do constantly have meetings, but nothing like what we've learned today and what's happening with our company is we are tripling and size right now with the same people and the same the system that worked for us last year is not working for us at all. Right now we're laid on deliveries, we continue to take more work in sometimes by our customers who like what we did last year, but now where, because of timing and quality, we can...
't meet that with what we have currently. Yes, you know what happens, of course is if customers start to experience that you're not the same as you were a year ago in a not good way and you can no longer rely on you you're making promises that it seems like you can't keep not sure what's going on with your company but from the customer's perspective what's that likely to lead teo I'm no longer a priority apparently because you got all this other stuff going on and customers do have a ten easy to think mamie may you know I don't care how many other customers you have I care about what you're going to do for me because I'm the one that's gonna write you the check. So, uh are you are you basically training me to go somewhere else? You're training me tow to break our loyalties like we saw in the lean six sigma gammas I like you guys, we're not doing business for a long time, but you're basically you're training me to leave there's competition out there that wants wants the business so in your situation and we've talked about this a great just a little bit, you know, a lot of people talk lean talk six sigma and actually have no idea what it really is all about and my research I found that nine out of ten black belts trained certified black boats really don't get it nine out of ten it's a shocking number and you got green belts running around with a few days of training um with projects they've never finished because they haven't got the true executive sponsorship and support in a culture that doesn't support it, and I also know you've talked to me about that culture is not one of rigor and discipline and lean it's, it's, it's chaotic it's similar to what can't describe. So, you know, a step one in that situation is let's collect some data to prove that the baby's ugly, so to speak, the process isn't pretty and let's get the decision makers, senior leadership to take a look at this and say, you know what? You're right, uh get it where I think I get it to the point now where we need to fix this way need toe get a team together to come up with the standard process, uh, that way all think is better than what we've got today, and if we don't even have one today way, have to just map out well, let's taken example of how work gets through and map that out when we recognize, well, that's how we did it the last time, but that's not how we do it every time and it's all of a sudden we've now discovered we don't have a consistent, predictable way to do this, so let's create one, and we've had small meetings and a lot of them get stopped because they always say, oh, there's there's something else out there we need an air p system which you know there's money and there's time invested in that so then you sit there in your leg well we don't have that capability at this time we're not that type of a company we may build into it eventually but it's getting the people to be aligned and that's the hardest part saying let's use what we have because I know we can use what we have to move forward until we get to that point until we break that point of being a larger company. Yeah, well, you know, get a couple of tips here because this has worked well for me for years and I'm not tryingto, you know, seller promote the lean sigma game if you will you have access to it the night audience has access to it. I can't tell you how many times I've gone into a company and run that simulation with senior executives with senior people large and small companies and they say, wow, this is just like our process this is just like our company's now it's a safe way with the a simulation it's a safe way to say, um we're doing the same thing is round one maybe we should fix that and so if they're gone they went through it cut by the way around to is let's get that air p system that'll fix everything and it doesn't that's by design in that game it's to prove to a lot of people that don't quite get it that that's that's still not going to solve the problem we have to completely rethink the way we've got things so let's commission a team to do it and that idea you said susan about, you know, we have meetings and then we meet again when we get distracted if you remember that slide I had up there aboutthe more standard approach where we just keep meeting and meeting and we have re work lou it's on disk and we get distracted as compared to the kaiser on approach where it's just thirty days and it's done I mean, that would be my advice to you is go back and run the simulation with your team and be armed with some of the brutal facts that you already have so that while you're running the game, you can see how is this like our business? Well, let me give you some data points because that'll add credibility. And then what if we, uh, what if we actually pull the team together and, uh, came up with a new, uh, new process and walked out with a conclusion and something that we were actually going to test right now, not next year right now and, uh I mean that's where chi zan is in my experience kaizen is the fastest, most efficient, most effective way to change culture to be the change that you want to see in the world quote gandhi is kaizen because in a week you're being different it doesn't have to take a year to change a lot of this stuff so that's where I would start, I would say let's uh let's run the simulation let's run a caisson and let's create some evidence in some enthusiasm that, uh this stuff works. I have no doubt in my mind that it works because it's been working for a long time but you're senior leadership might not believe it yet it's because it's the time issue everybody is over weren't overwhelmed over and that when they want to keep throwing more hours at it and it doesn't seem to get the un results were missing, deliveries were making customers mad. I even had attacks the first day you saw the text we were laughing, one of my customers said, how can I give you more work when you're always on vacation? And so my answer wass I'm not really on vacation, I'm getting educated so I can make my process better so I can make my on time deliveries and here's the connection here's the link so what I'm doing right now so so I'm here learning how to take better care of you customer how's that that's a clever love that's beautiful that's a sales thing yeah indeed so just a couple of captures here and thank you for susan and I got a way again I concur and I encourage anyone to take advantage of this is you know use use the lean sigma game to educate and olive use the word awaken you know your team to the need for change and then translate that into prison you know let's pull a team together and let's let's just start with you again we talked about this earlier small, simple relatively simple steps let's take one process with one customer let's map it out let's rip out the white space and incidentally and all out of time till we find that you have people are overwhelmed and they're busy and they're crazy but guess what? They're busy doing a lot of a lot of nothing a lot of not value added we saw a lot of business in that round one with seven people and we were thinking maybe we need eight maybe we need nine and then around three were doing it with three with time to spare in perfect quality your eyes and you know it's a japanese word it's actually the two words that come together into one and then it's been westernized, if you will in the west way of kaizen events where cousin is more philosophy of continuous improvement buttock isan event it is where we say let's take that and accelerated let's let's let's so it's like step change we keep we keep improving but then we blitz it and then we keep improving we blitz it we keep improving so doesn't end but it's the idea that event which is uh more or less a blitz when we just really go after it you said in the beginning the meetings is a big struggle for your company and having purpose having meaning do you think if you were to go back on monday, talk to him about what you've learned to chi san do you think they'd be open to trying is an implement yeah, they all know we need to do so good that's a positive step but I think a half of time is winning the battle of even bringing a new idea to the table and you got a good question. Oh yeah well, the other question reminding reminded of the requisition in incentive we had a question if you could talk a little bit more about aligning incentives, I get changing susan's incentives in the lean game but that's a pretty easy change aligning incentives for some rolls could be really complicated and it feels like you have to make the least worst decision it's actually very difficult even in someone's situation like requisition let's just change that to sales bonuses you tried taking a sales bonus away from somebody who's in sales when a significant amount of their income comes from their bonuses and they're motivated eat out there and sell stuff that the company might not even be able to deliver on so that's it just a common disconnect so it's not a simple to just you know we're going to change that bonus structure we've got to think about a way to we're going to change the incentive system without people losing out you know and that's so it is a systems thinking not an independent action thinking approach but the at the end of the day we have to say what are the top things that we we want to accomplish the better faster, leaner, more user friendly things and then what are the best ways to incent that across the stream not independently and that that's not as easy a zit sounds because when you start playing around with compensation I had reporting relationships even um it's disruptive it's very disruptive and you get people who are hanging on tight clinging to their incentives and don't mess with my pain you would to um so you've got to find it's a replacement s so you're not taking it away you're not taken away from people you finding a better way to incent them in a different direction that's more holistic um so you want to keep incentives but you want them to be more cross functional then and interdependent than independent and functional and uh so the easiest way to get there is to keep everything as is on one side of the room so to speak and say if we were going to and we were goingto create a competitors to our own business and design a way to beat us how would we design it so you take your own people I do this all the time and we just you know what we're going to come up with a way to beat the company we work for and what does that look like so if I took people from that lean sigma game and say we're going to come up with a way to beat that company well that would be easy for one thing because it was so crazy but a lot of you've already said this is a lot like mike my company let's come up with a way to beat it and that includes the incentives and it includes the reporting it because look what we came up with in round three we had three people cross trained people we didn't have requisitions so that that incentive went away we came up with a different incentive that was maura around right first time and we could come up with a way to reward right first time quality and delivery things like that and uh I truly believe in profit sharing and that the core value of ownership. But there's a lot of lots of different ways. We can mechanically design that toe work.